Analysis of non-monetary incentives to attract young people's employment tendency

Universidade do Minho Escola de Economia e Gestão Li Weiwei Analysis of Non-monetary Incentives to Attract Young People's Employment Tendency October 2020 Analysis of Non-monetary Incentives to Attract Young People's Employment Tendency Li Weiwei UMinho | 2020              Li Weiwei  Analysis of Non-monetary Incentives to Attract Young People's Employment Tendency Masters dissertation In Public Administration Work carried out under the guidance of the Professor Doctor Miguel Ângelo Rodrigues October 2020 Universidade do Minho Escola de Economia e Gestão  II DIREITOS DE AUTOR E CONDIÇÕES DE UTILIZAÇÃO DO TRABALHO POR TERCEIROS Este é um trabalho académico que pode ser utilizado por terceiros desde que respeitadas as regras e boas práticas internacionalmente aceites, no que concerne aos direitos de autor e direitos conexos. Assim, o presente trabalho pode ser utilizado nos termos previstos na licença abaixo indicada. Caso o utilizador necessite de permissão para poder fazer um uso do trabalho em condições não previstas no licenciamento indicado, deverá contactar o autor, através do RepositóriUM da Universidade do Minho. Atribuição CC BY https://creativecommons.org/licenses/by/4.0/ III ACKNOWLEDGMENT This dissertation was carried out under the guidance of Professor Doctor Miguel Ângelo Rodrigues. I am very grateful to the professor for his patient guidance and help in collecting Portuguese questionnaires. Then, I would like to thank my classmates and friends for their help in the data collection of my thesis, as well as the encouragement and support given to me while I was writing the thesis. In this very special year in the world, I experienced a lot of difficulties in completing my thesis. I am grateful to all those who helped me, which makes this thesis more significant to me. IV DECLARAÇÃO DE INTEGRIDADE Declaro sob compromisso de honra, ter atuado com integridade na elaboração do presente trabalho académico e confirmo que não recorri à prática de plágio nem a qualquer forma de utilização indevida ou falsificação de informações ou resultados em nenhuma das etapas conducente à sua elaboração. Mais declaro, que conheço e que respeitei o Código de Conduta Ética da Universidade do Minho. STATEMENT OF INTEGRITY I hereby declare having conducted this academic work with integrity. I confirm that I have not used plagiarism or any form of undue use of information or falsification of results along the process leading to its elaboration. I further declare, that I have fully acknowledged the Code of Ethical Conduct of the University of Minho. V Análise de incentivos não monetários para atrair a tendência de emprego de jovens RESUMO Nas últimas décadas, com o progresso contínuo da sociedade e as mudanças no microambiente e macroambiente, a compreensão das pessoas sobre o setor público também vem mudando. Hoje, existe um fenômeno em muitos setores públicos que a idade média dos funcionários é muito velha e a equipe não é jovem. A atratividade do setor público para os jovens está diminuindo. O que causou esse fenômeno? As razões são muitas e variadas. Salário, espaço para promoção, benefícios, etc. são todos motivos importantes. Do ponto de vista dos incentivos não monetários, a presente dissertação analisa as razões da diminuição da atratividade do setor público para os jovens através de um inquérito a estudantes universitários na China e em Portugal. Palavras-chave: Setor Público; Incentivos não monetários; Satisfação no trabalho; China; Portugal VI Analysis of Non-monetary Incentives to Attract Young People's Employment Tendency ABSTRACT In recent decades, with the continuous progress of society and changes in the micro-environment and macro-environment, people's understanding of the public sector has also been changing. Today, there is a phenomenon in many public sectors that the average age of employees is too old, and the team is not young. The attractiveness of the public sector to young people is decreasing. What caused this phenomenon? The reasons are many and varied. Salary, promotion space, benefits, etc. are all important reasons. From the perspective of non-monetary incentives, this dissertation analyzes the reasons for the decline in the attractiveness of the public sector to young people through a survey of college students in China and Portugal. Keywords: Public Sector; Non-monetary Incentives; Job satisfaction; China; Portugal    VII INDEX DIREITOS DE AUTOR E CONDIÇÕES DE UTILIZAÇÃO DO TRABALHO POR TERCEIROS .................... II ACKNOWLEDGMENT ..................................................................................................................... III DECLARAÇÃO DE INTEGRIDADE .................................................................................................... IV RESUMO......................................................................................................................................... V ABSTRACT ..................................................................................................................................... VI INTRODUCTION .......................................................................................................................... - 1 - Chapter 1 Literature review ....................................................................................................... - 4 - 1.1 State of the arts ................................................................................................................. - 4 - 1.2 Theoretical framework ....................................................................................................... - 9 - 1.3 Comparison of the public and private sectors ................................................................... - 12 - 1.4 Incentives ........................................................................................................................ - 13 - 1.4.1 The significance of incentive ......................................................................................... - 13 - 1.4.2 Comparison of the monetary incentives and non-monetary incentives ............................ - 14 - 1.5 Excellent incentive management experience in other countries.......................................... - 17 - 1.5.1 Fully Incentive Wage System .......................................................................................... - 17 - 1.5.2 Improved civil servant laws and systems ........................................................................ - 18 - 1.5.3 Efficient training incentive mechanism ............................................................................ - 19 - 1.5.4 Strict disciplinary system and effective supervision mechanism ....................................... - 19 - Chapter 2 Context of the public sector in China and Portugal ................................................... - 21 - 2.1 The loss of civil servants in Portugal and China and the countermeasures......................... - 21 - 2.2 Common problems in public sector incentives .................................................................. - 24 - 2.2.1 Unfairness and irrationality in the pay system ................................................................. - 24 - 2.2.2 The performance assessment lacks scientificity and effectiveness ................................... - 24 - 2.2.3 Incomplete promotion mechanism and personnel flow mechanism ................................. - 25 - 2.2.4 Insufficient human resources training and development .................................................. - 26 - 2.2.5 Insufficient authorization and timely feedback on rewards and punishments ................... - 26 - 2.2.6 Inadequate management of employees' mental health.................................................... - 27 - Chapter 3 Methodology and results ......................................................................................... - 29 - 3.1 Research design .............................................................................................................. - 29 - 3.2 Research Hypothesis ....................................................................................................... - 30 - VIII 3.3 Data collection methods ................................................................................................... - 33 - 3.4 Results ............................................................................................................................ - 34 - 3.4.1 China questionnaire analysis ......................................................................................... - 34 - 3.4.2 Portugal questionnaire analysis ..................................................................................... - 49 - Conclusion .................................................................................................................................... 57 Bibliography .................................................................................................................................. 59       - 4 - Chapter 1 Literature review 1.1 State of the arts Non-monetary incentives Stiglitz (1999) points out in general: Sometimes, non-monetary incentives are so powerful that they seem to be able to replace monetary incentives fundamentally. It is a supplement, not a complete replacement, for monetary incentives. Peterson and Luthans (2006) conducted a quasi-experimental study of 21 fast-food monopolies. They found that non-monetary incentives have the same long-term impact on business performance (such as profit and customer service) as monetary incentives are just as important. Mahan Tamp's (1947) research found that, although money is essential for motivating knowledge workers, money is not so important if it can meet employees' growth, work autonomy, and business success. In other words, these three non-monetary incentives are more useful for them. Therefore, although organizations that focus too much on monetary and wealth incentives can have a good incentive effect in a short period, those organizations that pay more attention to non-monetary incentives in the long term are more welcomed by members of the organization. Hu Juan (2009) believes that non-monetary incentives mainly affect people's psychology. Nonmonetary incentives meet people's spiritual needs through means other than material and welfare. It can make up for the lack of monetary incentives and can be a long-term force. It can also significantly stimulate the enthusiasm of the employees and meet the needs of employees' self-development. Randall and Kim (1976) pointed out from the perspective of participatory management incentives that employee participation in the formulation of performance goals can improve employees' job performance satisfaction. Miron and McClelland (1979) proposed that training can stimulate employee achievement needs from the perspective of training motivation. American social psychologist Eisenberger proposed in the mid-1980s that when employees feel support from the organization (such as feeling that the organization cares about, supports, and recognizes them), they will be encouraged and motivated, thus There will be an excellent performance. - 5 - Carolyn and Matthew (1995) proposed that employees have the motivation to communicate at work from the perspective of communication motivation. These motivations include avoiding current unpleasant situations, accepting friendship, achieving higher levels of performance, being relaxed, eager to talk with supervisors or colleagues for pleasure, and a sense of belonging. From the perspective of trust incentives, Jane Cote and Claire (2006) proposed that trust has a direct effect on improving performance. Managers' trust in employees can much encourage their work enthusiasm. Li Zhi and Zhang Hua's (2005) survey found that about 90% of employees hope to succeed in their work and give full play to their strengths. And most employees of private enterprises believe that if they can't make use of their strength in the enterprise and fail to achieve success in their careers, then they will not adequately reflect their value. Cheng Zhiguo (2008) believes that non-monetary incentives are an essential part of the incentive and restraint mechanism, and the incentive effect for managers with higher life goals is visible. Shore L.M and Wayne S.J1993 conducted empirical research on emotional and ongoing commitment and POS. They found that the reason why organization members are willing to stay in and contribute to the organization's work is that the organization cares, supports, and recognizes the organization. The organization and its members influence each other. When members of an organization feel that their support is high, they usually show great enthusiasm and are enthusiastic about all the work in the organization; when they think that their support is insufficient, members will consider leaving. These supports include compensation, training, and education. Members will work passionately for organizational behavior. Career development and Job satisfaction Career development is the lifelong process of management learning, work, leisure, and transition to move toward the personal decision and continuous development of the preferred future development. 2 Career development is related to the development of employees, which is beneficial to both individuals and organizations. It is a complicated process. Vasilios D. Kosteas (2011) found that promotion is a very effective way for companies to motivate employees. Moreover, even if employees have not been promoted, but maintain the belief of development, they can maintain a high job satisfaction with the company,   2 http://en.wikipedia.org/wiki/Career_development - 6 - thereby reducing turnover. Promotions have a lasting effect on job satisfaction, but they will continue to decrease. Work-life balance is positively correlated with job satisfaction (Mukhtar, 2012; Saif, Malik, and & Awan, 2011). In contrast, work-life conflict is negatively related to work satisfaction and family life satisfaction (Gamage, 2013). Leibowitz, Farren, and Kaye (1986) believe that career development involves organized, formal, and planned efforts to balance the individual's professional needs and the organization's labor needs. According to McDaniels and Gysbers (1992) research, career development is the whole set of psychological, sociological, educational, physical, economic, and opportunity factors that together constitute the career of any given individual throughout the life cycle. Greenhaus et al. (2000) believe that career development is a continuous process. Individuals have experienced a series of stages of development, and each step has a set of relatively unique problems, themes, and tasks. Job satisfaction is a form of attitude toward work-related conditions, facets, or aspects (Wiener, 1982). Turnover is closely related to job satisfaction. Many studies have shown that dissatisfied employees are more likely to resign than satisfied employees (Crampton & Wagner, 1994; Dickter, Roznowski, & Harrison, 1996). Jepsen and Sheu (2003) observe that this attitude, whether it is like or dislike of work is a common and essential aspect of career development. Theorists and practitioners mostly accept the hypothesis that almost everyone is seeking satisfaction in their work (Jepsen & Sheu 2003). Organizations investing in career management are more likely to increase employee job satisfaction (Lee, 2000). Jepsen and Sheu (2003) believe that if a person is engaged in a job that matches his career choice, he is likely to feel job satisfaction. Chen, Chang, and Yeh (2004) investigated career development plans to respond to career needs at different career stages, and the impact of researchers on career satisfaction, career development, and productivity. One of the study's main findings is that career development programs have a positive effect on job satisfaction, career development, and productivity. The results of Winda O, Nayati U H, and Arik P (2017) show that salary and career development have a significant impact on job satisfaction. Salary and career development have a significant impact on employee performance. In addition, job satisfaction has an important impact on employee performance. Yarbrough S, Martin P, Alfred D, et al. (2017) findings indicated a strong correlation between professional values and career development and that both job satisfaction and career development correlated positively with retention. - 7 - The results of Chin CL (2018) show that there is a negative correlation between career development, supervision, and employees' willingness to leave. The results also show that the overall level of job satisfaction is high, and career development is the most significant factor affecting employees' desire to leave. According to a 2016 poll by Gallup, 87% of millennials mark "professional or professional growth and development opportunities" as essential. Job security and Job satisfaction Job security is the possibility that a person retains work. Work with high security means that a person who works has little chance of losing the job. 3 Burchell et al. (1999) and Brockner et al. (1988) found that job insecurity can cause the relationship between employers and employees to deteriorate. One of the most consistent findings in the job satisfaction literature is that job security has a significant and vital impact on job satisfaction. Job satisfaction due to job security is the main factor affecting the quality of the employer-employee relationship. Blanchflower and Oswald (1999) pointed out that American workers engaged in secure work have higher job satisfaction. European data show that there is a close relationship between the feeling of having a secure job and higher job satisfaction. Moguerou (2002) used data from a Ph.D. recipient survey to find that job security is the primary determinant of job satisfaction for men and women in all fields of employment. Kaiser (2002) studied cross-national differences in determining job satisfaction through different types of contracts. There are five types of contracts: self-employed, part-time fixed-term, part-time permanent, full-time fixed-term, and full-time permanent. The study found that workers with the highest level of job security for permanent full-time and part-time jobs also seem to enjoy high job satisfaction. On the contrary, people who find fixed-term work and self-employed with low job safety have low job satisfaction. According to research by Hyunkang Hur (2018. Job security matters: a systematic review and meta-analysis of the relationship between job security and work attitudes), there is a positive correlation between job security and work attitudes. And job security can improve employee job satisfaction and   3 https://en.wikipedia.org/wiki/Job_security - 8 - organizational commitment. However, the age and tenure of employees are also important factors, and they are more active towards new and mid-term employees. For long-term employees, they may have the opposite result. Therefore, giving short and medium-term employees a higher sense of job security, such as signing a labor contract for 5 to 15 years, is an effective way to improve employee job satisfaction. Benefits and Job satisfaction Fringe benefits is another important factor that needs to be studied in job satisfaction (Griffin and Bateman, 1986). Snipes et al. (2005) found a positive correlation between service quality and fringe benefits. Uppal (2005) used a measurement method that included the number of fringe benefits received by employees and found that this was positively correlated with job satisfaction. However, Benz (2005) found in non-profit organization employees that only two of the nine fringe benefits were positive and significantly related to job satisfaction, one of which was negative and significant. The differences in these results may be due to differences in institutions or labor markets between countries. Benjamin Artz (2010) proved that fringe benefits are a significant and positive factor in determining job satisfaction. Fringe benefits may lead to higher worker job satisfaction, which is related to essential productivity measures (such as reducing resignation rates and reducing absenteeism). Merga H, Fufa T (2019) believes that organizations should pay special attention to the welfare of workers. Smith J L, Handley I M, Rushing S, et al. (2018) believe that benefits and salary are also essential factors that determine the retention of employees in the organization. There is a significant relationship between the compensation provided by an enterprise and the satisfaction of employees. The satisfaction of employees requires them to work longer for the organization. Companies that offer high levels of compensation and benefits are more able to attract and retain high-quality employees. If any organization wants to increase employee loyalty and a higher retention rate, it must maintain the expected level of benefits, attractive salary packages, maintain an excellent organizational culture, and satisfy its employees to the greatest extent possible. - 9 - 1.2 Theoretical framework Motivation theory is a theory that studies how to mobilize people's enthusiasm. Incentive theory believes that work efficiency and labor efficiency are directly related to employees' work attitude, and work attitude depends on the degree of satisfaction of needs and incentive factors. 4 There are three main types of motivation theory: content motivation theory, process motivation theory, and behavior consequence motivation theory. Content motivation theory mainly include the Hierarchy of needs theory (Abraham Maslow, 1943), ERG theory (Clayton Alderfer, 1969), Two-factor theory (Frederick Herzberg, 1968), and Achievement Need Theory (David C. McClelland, 1966). Content motivation theory is a theory that focuses on the specific content of incentive reasons and incentive factors. It believes that demand elements constitute the basis and preconditions of incentives, so the key to incentives is to generate demand, discover demand, and meet demand. That is: satisfy what employees need, thus arousing their motivation. Process incentive theories include Fromm's expectation theory, Adams's fairness theory, Locke's goal-setting theory, etc. They focus on the psychological process from the generation of motivation to taking action. This theory believes that it is necessary to formulate specific goals to influence people's needs, to stimulate people's actions, meet people's needs, and achieve organizational goals. Behavioral consequence motivation theory mainly includes Skinner's reinforcement theory, attribution theory, etc. 5 Behavioral consequence motivation theory is based on behavioral consequences, researching how to carry out follow-up motivation to behavior. The aim is to take adequate measures to eliminate the negative impact of unfairness or setbacks on people's behavior, in an attempt to ensure that people's enthusiasm continues to be fully displayed. The above theory shows that the prerequisite for effective incentives is to understand the needs and psychological state of employees. Regarding the part of college students' perception of the public and private sectors, the design is mainly based on the job characteristic model.   4 Liu Jun. Public Relations: Machinery Industry Press, 2006. 5 Ma Renjie, Wang Rongke, Zuo Xuemei. Principles of Management: People's Posts and Telecommunications Press, September 2013. - 10 - Job characteristics model (Hackman and Oldham, 1980) 6 Graphic 1: Job characteristics model Sourcewww.expertprogrammanagement.com The job characteristics model was proposed by Richard Hackman, a professor at Harvard University, and Greg Oldham, a professor at the University of Illinois. Work characteristics refer to the content and nature of work tasks. They propose that any job can be described in the following five core task dimensions: (1) Skill variety: refers to the range of various skills and abilities that employees need to complete a task. A highly skilled variety job, such as a website entrepreneur, undertakes website design, client development, and promotion. Low skill variety jobs, such as shop floor workers, only need to complete the task of ordering nails. (2) Task identity: refers to the degree to which a complete and recognizable task is required in a job. High task identity, such as furniture manufacturers, design their drawings, select materials,   6 Stephen P. Robbins, Timothy A. Judge. Organizational Behavior, Twelfth Edition. 2007. - 11 - manufacture, and perfect products. For employment with low task identity, such as painters in furniture factories, he only needs to paint and decorate furniture. (3) Task significance: refers to how much work affects the lives or work of others. High task significance jobs, such as doctors in hospitals, need to diagnose and treat countless patients. Examples of low task significance are the workers who deliver newspapers. (4) Work autonomy: refers to the degree of freedom, independence, decision-making power, and domination power that work gives employees. Jobs with high autonomy, such as insurance salespeople, can arrange work schedules on their own. Low-work autonomy tasks such as front desk staff who arrange customer reception according to the department. (5) Job feedback: The degree to which employees can directly obtain the performance of their work activities. An example of great feedback is that workers who install Wi-Fi can check if they are running successfully after installation. An example of low feedback is when a company employee introduces WiFi and hands it to the company's quality monitoring staff to check performance and make necessary adjustments. Skill variety, task identity, and task significance at work allow employees to experience the meaning of work. Work autonomy enables employees to experience responsibility for the results of their work. And the feedback that employees get at work can help employees understand the actual results of work activities at work. These five core characteristics together determine the scope of a job. The theory of job characteristics believes that a high level of work will bring about job satisfaction, while a low level of work will lead to dissatisfaction and boredom. Many studies on various jobs have shown that the above five characteristics are related to job satisfaction. Posts with these five characteristics produce higher satisfaction and job performance than jobs lacking these characteristics. Hackman and Oldham further integrated the above five working characteristics to form a singledimensional indicator. This indicator is called the motivation potential score (MPS). The formula is as follows: MPS=(SV+TI+TS)÷3×A×F Among them: MPS = motivation potential score; SV = skill variety; TI = task identity; TS = task significance; A = task autonomy; F = task feedback. - 12 - 1.3 Comparison of the public and private sectors The public sector (also known as the state sector) is a part of the economy, and it mainly consists of governments, public enterprises, international organizations, and non-profit organizations. The government is the principal member of the public economic sector. The state grants public authority to the public sector and manages all social and public affairs. The public sector takes the public interest of society as its organizational goal and provides legal services to all community members. These services include public transportation, public healthcare, public education, military, infrastructure (water supply, power grid, telecommunications, tunnels, open roads, etc.). 7 The private sector is the symmetry of the public sector, which refers to the enterprises and institutions owned by individuals, families, and private individuals, rather than the state. The private sector is part of the economy and is for profit. 8 The main features of the public and private sectors are distinct. Public sector work is relatively stable and secure, and welfare is relatively good. As long as you can do your job well and do not violate the Civil Service Law or other national laws, you will generally not be dismissed. But the promotion space is narrow and difficult. Private sector compensation is closely related to your ability to work and work performance, and the compensation system is relatively complete and fair. The promotion space will be larger than the public sector, and the benefits will vary from company to company. The public sector is to provide public services to the general public, and it is the pursuit of maximizing public interest. The private sector seeks to maximize efficiency and profits. The impetus of enterprises usually comes from competition, and the government comes from various monopolies. The motivation of corporate leaders is to obtain benefits, and the motivation of government leaders is to be elected. Most of the company's revenue comes from its customers, while most of the government's income comes from its taxpayers.   7 https://baike.baidu.com/item//9197236?fr=aladdin 8 https://baike.baidu.com/item/ - 13 - 1.4 Incentives Incentives refer to psychological driving forces, which include exciting the motor, encouraging behavior, pointing to specific goals, and maintaining human behavior. In the United States, Professor William James of Harvard University found in research on employee motivation that in a lack of incentive environment, staff can only exert 20% -30% of their ability. However, in a pleasant incentive environment, the same personnel Can reach 80% -90% of its potential. Effective incentives can cause this 60% gap. Research by management scientists has shown that employees' performance is a function of their ability and motivation, that is, performance = F (capacity * incentive). From the potential ability of a person to exert potential strength, the operation direction is an inherent ability-intermediate link-exerting ability. The intermediate links and factors are the carriers of the incentive mechanism. 1.4.1 The significance of incentive Sufficient motivation can train employees' sense of responsibility and maximize their potential and creativity. At the same time, it allows employees to accept and agree with the goals and values of the organization and has a strong sense of belonging to the organization. Therefore, the incentive part of human resource management has attracted the attention of many managers and organizations. The incentive is vital for employees and organizations. For organizations, a scientific and practical incentive system can develop the potential capabilities of employees and allow employees to give full play to their wisdom and talents. The organization is composed of individual employees. So, each employee is essential to the organization, and the employee's growth helps the growth of the organization. Scientific competition mechanism can create a benign competition environment. Under the pressure of this environment, the staff will turn the pressure into a motivation to work hard, thereby forming a benign competition mechanism. In this way, the enthusiasm and initiative of employees can be mobilized to improve work performance. 9 Scientific competition mechanisms can help organizations attract and retain excellent talents. Many outstanding enterprises attract the abilities they need through plentiful welfare benefits, scientific   9 Sun Huiqin. The Application of Incentive Mechanism in Public Administration[J]. Science and Technology Innovation Herald, 2013, 000(031):173-173. - 20 - report and disclose illegal government officials at any time. When they discover that they have read a job, they can report it to the police or their boss, or even directly sue in court. - 21 - Chapter 2 Context of the public sector in China and Portugal 2.1 The loss of civil servants in Portugal and China and the countermeasures Portugal and China have similar political systems and are highly concentrated countries. Of course, the two countries are very different in many aspects, such as culture, policy, and market environment. However, they face the same problems, such as the aging age structure of public sector staff and the decline of the public sector appeal to young people. Graphic 2: Percentage of public employees in relation to the working population Source : http://www.oecd.org/gov/pem/publicemploymentkeyfigures.htm Table 1: Evaluation of the number of civil servants in Portugal Year Central administration Regional and local administration Total 2008 523,117 124,357 547,474 2009 522,925 134,912 657,837 2010 512,424 135,888 648,312 2011 458,951 153,615 612,566 2012 529,698 157,891 699,901 2013 509,554 153,627 674,927 - 22 - 2014 497,146 148,508 656,376 2015 502,461 146,869 659,103 2016 506,811 147,125 664,126 2017 509,833 149,257 669,279 2018 516,108 156,568 683,217 2019 527,687 160,030 698,540 Sources: DGAEP/MMEAP - Civil Service Human Resources Survey (1979, 1983, 1986) | 1st and 2nd General Civil Service Census (1996, 1999) | Public Administration Database (2005) | Information System for State Organization (as from 2007) From graphic 1, we can see that from 2000 to 2008 to 2012 the proportion of Portuguese public employees in the total working population continued to decline. They were all lower than the average level of the OECD countries. Table 1 shows that the number of civil servants in Portugal's central administration has declined from 2008 to 2011 and from 2012 to 2014. And the total number of civil servants has declined from 2009 to 2011 and from 2012 to 2014. The Chinese Ministry of Social Affairs has released survey data. In 2015, the number of civil servants resigned in China was less than 12,000, accounting for about 0.2% of the total number of public servants. At that time, a person in charge of the National Civil Service Bureau said that this ratio was within the normal range. However, according to the sample survey, 98% of them regretted it. From 2016 to 2019, the total number of civil servants is stable. Although the number of resignations is increasing every year, there has not yet been a resignation trend. It is worth noting that the number of young people resigns far more than the elderly. From the above data, we can see that the attractiveness of the public sector to young people is declining. The financial crisis has led to a sharp reduction in civil servants in many countries, and the employment pattern in the public sector has gradually converged towards the private sector. Therefore, many states have taken measures to formulate policies suitable for the current environment and national development. Portugal further enacted legislation in 2013 to treat civil servants who do not meet organizational requirements, perform poorly, etc. as excess labor. In this case, putting them in a mobile plan can be redistributed among other public services. If they are not affected by public services, they will be assigned - 23 - to the Requalification Program. In such programs, they must follow a training program, and their salaries will reduce to 60%. After one year, wages will be reduced to 40% again for one year. After this period, if the civil servant is not reassigned to the public service, his / her employment contract is completed. It was a smooth process of firing civil servants. In addition to this measure, strategies for encouraging voluntary dismissals in the public sector have also been proposed. 20 China began to implement the Civil Service Law in 2006 and began to revise the Civil Service Law in March 2017. The amendment completed in December 2017. The newly revised Civil Service Law will officially implement on June 1, 2019. The newly revised Civil Service Law has supplemented with adjustments and improvements in the following areas: 21 The first is to adjust and improve the relevant regulations on civil servants' positions and ranks. Further, promote the reform of civil servants' classification, transform non-leadership posts into levels, and implement a parallel system of jobs and standards. The appointment, removal, promotion, and related provisions of leadership positions and ranks were modified. It helps to mobilize the enthusiasm, initiative, and creativity of the majority of civil servants. It helps to broaden the career development space for civil servants, especially grassroots civil servants, and achieve continuous incentives for civil servants. The second is to increase regulations, such as strengthening civil servants' supervision and the discipline that public servants should obey. The rules on avoidance, order resignation, and employment restrictions after leaving office were revised and improved. Add regulations on legal liability for violations of disciplines and laws in employment, etc. The third is to implement the requirements for strengthening positive incentives, improve and improve the civil servants' incentive protection mechanism, and improve the protection of the legitimate rights and interests of public servants. Fourth, according to the needs of civil servants' management practices, further explicit requirements are put forward for classified examinations, assessments, and training. Make changes to civil servant assessment methods, constitutional oaths, and public selection.   20 Varela-Álvarez E J, de Araújo J F F E, Gamarra Ó B. Civil service and the crisis: A comparative analysis of Iberian countries (2008–2013)[M]//State, Institutions and Democracy. Springer, Cham, 2017: 271-292. 21 Sheng Ruowei, Wu Chuqi. Major reform and improvement of China's civil service system. People's Daily. December 30, 2018 - 24 - 2.2 Common problems in public sector incentives 2.2.1 Unfairness and irrationality in the pay system Compared with the enterprises' compensation system, the compensation system of the public sector is relatively fixed and not flexible enough. For the average employee in the public sector, their salary will be higher than that of the average company employee. But for technical employees, their pay in the public sector and their salary increases are often lower than those of enterprises. The problem of the salary system is one of the reasons for the loss of technical talents. The unfairness and irrationality of the remuneration system will make many employees feel unfair and prone to job burnout or turnover. It is not conducive to the long-term development of the organization. From the perspective of the public sector, civil servants are more concerned about pay differences than salary levels. However, the differences in civil servants' abilities, job titles, and work attitudes will necessarily lead to differences in individual pay. Being accepted by most civil servants and reflecting fairness is becoming increasingly important to pay management. 2.2.2 The performance assessment lacks scientificity and effectiveness The first is the problems in the assessment form itself. There are two significant problems in many assessment systems: lack of credibility and lack of applicability. Lack of reliability means that when one assessor uses the same item to perform more than two assessments on the same object or several assessors use the same item to evaluate the same object. There will be different results. Lack of applicability means the evaluation project's purpose has nothing to do with the conclusion of the evaluation. In the short term, the evaluation results have nothing to do with promotion, and the evaluation results lack applicability. There is no personal development and training plan for the problems in the evaluation, nor the specific link between the assessment results and salary, job adjustment, and selection training, which reduces the incentive effect of pay and promotion. The unscientific evaluation form itself has dramatically affected the follow-up evaluation and incentive function. 22 The second is the error of the results related to the assessor. Some appraisers may have an exaggerated tendency deviation, whose evaluation is higher than the actual situation, causing assessment distortion; The halo effect deviation. One of the examinees' outstanding qualities plays a halo-like role so   22 Liu Jing, Huang Bo. An Analysis of the Incentive Mechanism of Human Resources Management in the Public Sector[J]. Social Scientist. 2007 - 25 - that the observer cannot see the other attributes of the person and only makes an assessment of the person's entire face from one point. The appraisers may have personal likes and dislikes, which will affect the correct evaluation and cause deviations. This deviation is critical in the practical assessment process. 23 The lack of a standardized and quantitative performance evaluation system for civil servants makes the assigned incentive function insufficient. It is difficult to measure the workload and quality of civil servants, a common problem in many countries. The mobilization of civil servants' enthusiasm and maintenance of work enthusiasm is directly related to the incentive measures adopted by the public sector. At present, the public sector still uses the traditional performance evaluation method based on empirical judgment as to the main body. The individual income and contribution of employees are not close, and egalitarianism exists to varying degrees, making its incentive system lack targeted and fair. The nature and orientation of the civil servants cannot effectively motivate the work of public servants. 2.2.3 Incomplete promotion mechanism and personnel flow mechanism Up to now, there are still some public officials in government departments affected by traditional ideas. In promotion, they always focus on seniority and leadership, rather than selecting talents based on assessment methods. It makes the promotion mechanism's lack of fairness and impartiality. 24 Besides, the supervision mechanism for the promotion of public officials is not perfect. As a result, it is comfortable to appear in the phenomenon of implementing autocratic leadership, nepotism, and power and money transactions. It is difficult and singular to promote as a civil servant. It requires accumulated working years and functional job evaluation. There is no unified promotion standard and the latest rules for the development of senior management, so in many cases, the promotion is not the ability of the employee, but the will or seniority of the officer. Such a situation significantly affects employees' work efficiency and enthusiasm and is not conducive to improving the overall quality of human resources in the public sector. 25 The public sector lacks a rational and scientific mechanism for the entry, use, and exit of talents, and the talent mobility system lacks flexibility and competitiveness. Entering the public sector requires layers of assessment and selection, which are challenging. After entering a department, if employees feel that they are not suitable for them, it is not easy to rotate their positions. Leaving the public sector is not as simple as leaving a company — Series of tedious procedures. Compared with enterprises, the human   23 Wang Yinan. Analysis of the incentive mechanism in human resource management in public sector[J]. Talent, 2010(26):254-255. 24 Jiang Lu. Incentive mechanism of human resource management in public sector[J]. Business and Management, 2018 (8): 18. 25 Qiu Junhong. Innovative countermeasures for incentive mechanism of human resource management in the public sector. 2017 - 26 - resources management system in the public sector is relatively rigid and not flexible enough. Many young staff members cannot see their development prospects, which is also a significant reason for employee turnover. The public sector often uses life-long employment. It is difficult to be fired if it does not cause significant work errors or violate relevant laws and regulations. Therefore, when employees have job security, there is not much competitive environment, which often reduces the motivation to work hard. Moderate competition is conducive to stimulating employees to improve themselves and improve work efficiency. A completely non-competitive environment can cause employees to become lazy and inefficient. 2.2.4 Insufficient human resources training and development Public sector training of employees is sometimes too formalistic and does not allow employees to master and use new job skills. It is usually due to the lack of attention to the analysis of training needs, so the training has no clear goals, and the training content is not practical for employees. It is also difficult to evaluate the effectiveness of training. 26 Training is an essential part of human resource management. It can strengthen employees' work skills and increase work efficiency, and it is significant for employees and the public sector. Therefore, the public sector must pay attention to training, analyze training needs, and conduct relevant and diverse training activities for employees. 2.2.5 Insufficient authorization and timely feedback on rewards and punishments Authorization means that a superior manager grants certain powers to his subordinates to exercise so that assistants have autonomy within their responsibilities and assume corresponding responsibilities. Authorization is widely used in enterprises and has achieved excellent results in terms of incentives. Empowerment reduces the burden on superiors, exerts the ingenuity of subordinates, and improves the organization's efficiency. Authorization can create a sense of ownership for a person, which leads to a sense of responsibility, identity, and belonging. Authorization is also a form of mutual trust because trust is the right way to motivate people on a spiritual level. Full confidence is the greatest reward for employees. This combination of internal motivation and mutual trust can form a virtuous circle, while also giving employees the broadest space for development. Due to the unique nature of its work in the public sector, many work procedures are complicated and cumbersome. Authorization is not standard in most public organizations, and it is more the two   26 Lijuan Fan. Research motivation mechanism in the public sector human resource management. 2014 - 27 - management methods that arise from the bureaucracy-assignment and control. These methods put people in a passive state, lack enthusiasm for work, and are usually inefficient. Assignment and control of these methods do not include trust, and the incentive effect is far worse than authorization. Judging from the current environment, authorization, a management method that prevails in enterprises, can be applied to the public sector. However, because of the unique nature of the public sector, not all public sector work can be authorized to complete, and not all situations can be approved. Sufficient authorization must also pay attention to many issues, such as the selection of authorized objects. The public sector should make appropriate authorization adjustments based on work content and work processes, which not only motivates employees but also improves work efficiency. 27 The rewards and punishments of the public sector need to be examined and approved by specific institutional processes to take longer than the private sector. But timely feedback on rewards and punishments is essential for employees. According to reinforcement theory, if reward a particular behavior or enhanced after it occurs, the likelihood of such behavior occurring again increases. Conversely, if punishment gives after taking action, the possibility of relapse will be reduced. However, if the feedback takes too long, the incentive will gradually weaken. Therefore, timely feedback on rewards and punishments is vital for the organization and employees. 2.2.6 Inadequate management of employees' mental health The public sector generally has the benefit of employee medical examinations and pays attention to employees' physical health. But health is not only physical but also mental health. Nowadays, employees in the workplace generally have mental states with heavy work tasks, high work pressure, unhappy work, and atrophy and depression. These wicked psychological problems have an impact on the employees themselves and the organization. The phenomenon of overwork due to long working hours in Japanese has reflected in the language. There is a word in Japanese that is called Karoshi. It specifically refers to workers who die from work-related illnesses, heart disease, stroke, or suicide due to work stress. In the 2015-2016 financial year, the Japanese government registered 1,456 deaths from overwork. According to World Health Organization statistics, 3,000 people commit suicide every day worldwide. Suicide due to workplace stress has tripled in recent years. 28   27 Ji Hongfei. Use the New Public Management Concept for Reference to Improve the Non-material Incentive Mechanism for Public Sector Personnel[J]. Human Resource Development, 2009(5):90-92. 28 http://www.199it.com/archives/717381.html - 28 - If the organization cares about the psychological status of employees promptly, professional counseling and assistance will help them adjust their conditions, improve work efficiency, and organizational dependence, which is beneficial to employees and the organization. First, managing employees' mental health can improve their professionalism and work efficiency. The professionalism of employees is closely related to their mental health. Through the implementation of employee mental health management, employees' pressure is at an optimal level, maintaining professionalism, and fully mobilizing the enthusiasm and creativity of employees, thereby improving the company's work efficiency. Then, employees' psychological health management can make employees feel that the organization cares about them and makes employees feel more belonging and enthusiastic about work. It helps attract more talented employees, reduces brain drain, and reduces significant human resource risks. Finally, the psychological health management of employees is conducive to maintaining a good physical and mental state and preventing crisis events. Long-term psychologically unhealthy states tend to make people sensitive, anxious, irritable, etc. If conflicts occur at this time, they will quickly lose control of their emotions, causing an irreversible situation. - 29 - Chapter 3 Methodology and results 3.1 Research design This dissertation aims to study the relationship between non-monetary incentives and young people's employment preferences in the public sector. The primary research method is a questionnaire survey. The content of the questionnaire divided into three parts. The first part is the student's personal information, including gender and grade. The second part is students' perception of public and private sector work. The questions in this part are set according to the job characteristic model. Since almost no undergraduate students have officially worked, regard MPS as job satisfaction as an indicator of young people's employment preferences to test young people's understanding of public and private sector work. In the questionnaire, there are three questions for each job characteristic and a total of 15 queries. Students choose one of five options: agree completely, agree, neither agree nor disagree, disagree, and disagree completely. The statement of each question is favorable to the public sector, so the more a student agrees, the more he prefers the public sector. The higher the value of MPS, the greater the student's employment preference for the public sector. The third part is the students' preference for non-monetary incentives. This questionnaire tested students' preferences for four non-monetary incentives: job security, benefits, promotion, and work-life balance. For each factor, there are three questions and a total of 12 queries. Students rate themselves according to how important they are, 1=not important at all, 2=not very important, 3=a little important, 4=fairly important and 5=very important. After collecting the questionnaires, according to the principal component analysis, the non-monetary incentives factors are divided into three elements: career development, job security, and benefits. The specific content of the questionnaire is shown in Appendix 1. - 36 -  Graphic 5: Histogram of MPS131samples China From the histogram of MPS, the distribution of MPS values is the most in 14-34, followed by 414 and 34-54. The overall MPS conforms to a normal distribution. Table 4: Summarize MPS by gender/ grade Summarize MPS by gender Gender Obs Mean Std.Dev. Min Max male 47 25.75 15.77 5.56 83.13 female 84 27.85 14.03 3.78 71.9 Summarize MPS by grade Grade Obs Mean Std.Dev. Min Max 1 19 25.83 12.41 5.96 53.33 2 40 24.83 14.27 3.78 65.78 3 33 27.35 13.62 10.86 56.3 4 39 29.83 16.8 7.95 83.14 - 37 - Table 5: Summarize MPS by gender and grade Grade Gender Obs Mean Std.Dev. Min Max 1 male 7 25.26 11.61 5.96 40 1 female 12 26.16 13.35 10.86 53.33 2 male 14 25.43 17.16 5.56 65.78 2 female 26 24.5 12.81 3.78 56.17 3 male 11 25.87 12.46 10.86 50.79 3 female 22 28.09 14.39 12.44 56.3 4 male 15 26.19 19.36 7.95 83.14 4 female 24 32.11 14.97 11.75 71.9 sum 131 27.1 14.65 3.78 83.14 From Table 4, according to the statistics by gender, the mean MPS of girls is higher than that of boys, that is, girls have a higher preference for public sector work than boys. After grouping statistics, according to grades, it shows that the average MPS of senior students is the largest, followed by junior students, then-freshman students, and the lowest in the sophomore students. Senior students have a higher preference for public sector work than younger students. In Table 5, the average value of the overall MPS is 27.1, the minimum is 3.78, and the maximum is 83.13. According to statistics by gender and grade group, we can see that the average MPS of senior girls is the largest, and the recognition of the public sector is relatively high. According to gender and grade grouping statistics, we can see that the average MPS of senior girls is the largest, and the recognition of the public sector is relatively high. And the girl’s average MPS of freshman, juniors, and seniors are higher than boys. Among them, the average MPS of senior girls and junior girls is higher than that of the overall students. - 38 - Graphic 6: Lowess curves of MPS and Career development (131 samples, China) According to the graphic 6, There is no obvious linear relationship between MPS and career development, which is inconsistent with the assumption. 20 22 24 26 28 30 lowess mps careerdevelopment 1 2 3 4 5 careerdevelopment Lowess MPSCareer development (131 samples, China) 20 30 40 50 lowess mps jobsecurity 1 2 3 4 5 jobsecurity Lowess MPSJob security (131 samples, China) - 39 - Graphic 7: Lowess curves of MPS and Job security (131 samples, China) According to the lowess curves of MPS and job security, Job security has a positive impact on MPS. The higher the job security, the greater the student's preference for employment in the public sector. It is consistent with the assumption. Graphic 8: Lowess curves of MPS and Benefits (131 samples, China) From graphic 8, There is no obvious linear relationship between MPS and benefits, which is inconsistent with the assumption. 22 24 26 28 30 lowess mps benefits 1 2 3 4 5 benefits Lowess MPS-Benefits (131 samples, China) - 40 - Table 6: Ranking of incentives based on importanceChina VARIABLES Content Mean incentive5 Social insurance and retirement benefits. 4.290 incentive7 A fair promotion mechanism. 4.092 incentive4 Paid vacations. 3.992 incentive8 Promotion after three years of employment. 3.985 incentive9 Improvement of job-related skills or knowledge after three years of work. 3.901 incentive12 Free time to spend with family and friends. No need to work during spare time. 3.855 incentive11 Flexible working arrangements allow me to implement other life plans and practices. 3.832 incentive2 Stable and relaxed working environment. 3.748 incentive10 I don't need to worry about work when I am with family and friends. 3.733 incentive1 Long-term work contract. 3.458 incentive6 Daily benefits such as shopping vouchers and provision of daily necessities. 3.260 incentive3 A labor system where is difficult to lay off employees. 3.099 Table 6 rank the options of the non-monetary incentives according to the mean. The frequency table and descriptive statistics of each factor can be found in Appendix 3. The results of the three most essential incentives will be introduced first, followed by the effects of the three least important incentives. Ranked first are social insurance and retirement benefits, 59.54% chose very important, 23.66% chose quite important, 7.63% chose a little important. The next 45.8% think that A fair promotion mechanism is very important, 32.06% think it is quite important, 12.21% think it is a little important. The third is Paid vacations. 44.27% think it is very important, 29.77% of people believe it is quite important, 12.98% think it is a little important. The three incentives with the lowest mean are incentive3, incentive6, and incentive1. - 41 - For Long-term work contracts, 22.9% think it is very important, 22.9% think it is quite important, 38.17% think it is a little important. 16.79% of people chose daily benefits, such as shopping vouchers. The provision of daily necessities is very important, 23.66% of people thought it was fairly important, and 36.64% of people chose it a little important. A labor system where it is difficult to lay off employees has the lowest mean. Only 9.92% chose very important, 26.72% chose quite important, and 34.35% chose a little important. Table 7: Regression results131 samplesChina (1) Model 1 (2) Model 2 (3) Model 3 (4) Model 4 (5) Model 5 (6) Model 6 VARIABLES Skill Variety Task Identity Task Significance Autonomy Feedback MPS Career Development -0.204** 0.0890 -0.0728 -0.0408 -0.0470 -1.598 (0.0882) (0.0798) (0.0829) (0.0882) (0.0935) (1.733) Job Security 0.146* -0.0408 0.00981 0.171** 0.100 3.908*** (0.0745) (0.0674) (0.0700) (0.0744) (0.0790) (1.464) Benefits 0.0593 -0.0522 0.0323 0.0178 0.0839 1.490 (0.0778) (0.0703) (0.0731) (0.0777) (0.0824) (1.528) Gender -0.155 0.0566 0.0793 0.243* -0.00778 1.045 (0.135) (0.122) (0.127) (0.135) (0.143) (2.657) Constant 3.191*** 2.948*** 2.893*** 2.132*** 2.478*** 13.47 (0.421) (0.381) (0.396) (0.421) (0.446) (8.270) Observations 131 131 131 131 131 131 R-squared 0.059 0.013 0.009 0.075 0.020 0.063 F 1.986 0.407 0.293 2.538 0.648 2.121 Prob>F 0.101 0.803 0.882 0.0432 0.629 0.0820 Standard errors in parentheses *** p<0.01, ** p<0.05, * p<0. From table 7, Model 1, Model4, Model 6 are significant. The p-value is less than 0.1. In model 1, career development has a negative impact on skill variety. When career development increases by 1 unit, skill variety decrease by 0.204. H1a hypothesis holds. Job security has a positive effect on skill variety. When job security increases by 1 unit, skill variety will increase by 0.146. H2a hypothesis holds. In model 4, job security has a positive effect on autonomy. When job security increases by 1 unit, autonomy will increase by 0.171. H2d hypothesis holds. Gender also has a significant impact on autonomy, indicating that there is an individual difference between boys and girls in the cognition of autonomy in the public sector. In model 6, job security has a very significant positive impact on MPS. When job security increases by 1 unit, MPS will increase by 3.908. H2 hypothesis holds. Of course, this is related to the MPS formula. Since many college students in these 131 samples generally choose high scores in the third part, they have not made differentiated choices, which is not conducive to data analysis. Therefore, I selected 20 differently selected questionnaires from 131 samples and analyzed them again. Table 8: Descriptive statistics20 samples, China (1) (2) (3) (4) (5) VARIABLES N mean Sd. min max Gender 20 1.500 0.513 1 2 Grade 20 2.700 1.129 1 4 Skill variety 20 2.683 0.671 2 4 Task identity 20 2.850 0.546 2 4.333 Task significance 20 2.667 0.484 1.667 4 Autonomy 20 3.083 0.823 1.667 4.667 Feedback 20 2.467 0.812 1.333 4.667 MPS 20 22.21 15.26 7.951 65.78 Career development 20 3.507 0.813 1.714 4.429 Job security 20 3.300 1.018 1 5 Benefits 20 3.650 0.919 1.500 5 - 44 - The data statistics are shown in table 8. In terms of job characteristics, the highest average value of autonomy is 3.083. They believe that the public sector has functional work autonomy. The mean value of MPS is 22.21, the minimum value is 7.951, and the maximum value is 65.78. The magnitude and mean of MPS are smaller than the overall sample. For nonmonetary incentives, the highest average is benefits, then career development and the lowest is job security. The average value of job security is the weakest of the two samples, which shows that this is no longer the most substantial non-monetary incentive method for young people nowadays. The public sector needs to pay attention to employees' career planning and welfare management and strengthen the incentive effect. Graphic 9: Lowess curves of MPS and Career development (20 samples, China) According to the graphic 9, There is no obvious linear relationship between MPS and career development, which is inconsistent with the assumption. 16 18 20 22 24 26 lowess mps careerdevelopment 22.5 33.5 44.5 careerdevelopment Lowess MPS-Career development (20samples, China) - 45 - Graphic 10: Lowess curves of MPS and Job security (20 samples, China) According to the lowess curves of MPS and job security, Job security has a positive impact on MPS. The higher the job security, the greater the student's preference for employment in the public sector. It is consistent with the assumption. 10 20 30 40 50 60 lowess mps jobsecurity 1 2 3 4 5 jobsecurity Lowess MPS-Job security (20 samples, China) - 52 - The three incentives with the lowest mean are incentive6, incentive4, and incentive8. For Promotion after three years of employment, 25% think it is very important, 32.14% think it is quite important, 28.57% think it is a little important. 28.57% of people chose Paid vacations is very important, 25% of people thought it was fairly important, and 25% of people chose it a little important. Daily benefits such as shopping vouchers and provision of daily necessities has the lowest mean. Only 7.14% chose very important, 26.79% chose quite important, and 28.57% chose a little important. Graphic 13: Lowess curves of MPS and Career development (56 samples, Portugal) From the graphic 13, there is no obvious linear relationship between MPS and career development, which is inconsistent with the assumption. But from the overall trend, career development and MPS are negatively correlated. - 53 - Graphic 14: Lowess curves of MPS and Job Security (56 samples, Portugal) According to the lowess curves of MPS and job security, Job security has a positive impact on MPS. The higher the job security, the greater the student's preference for employment in the public sector. It is consistent with the assumption. - 54 - Graphic 15: Lowess curves of MPS and Benefits (56 samples, Portugal) According to the graphic 15, there is no obvious linear relationship between MPS and benefits, which is inconsistent with the assumption. - 55 - Table 13: Regression results56 samples, Portugal (1) (2) (3) (4) (5) (6) Model1 Model2 Model3 Model4 Model5 Model6 VARIABLES Skill Variety Task Identity Task Significance Autonomy Feedback MPS Career development -0.468* -0.555** -0.492** -0.191 -0.604*** -4.877 (0.258) (0.219) (0.223) (0.233) (0.211) (3.116) Job security 0.0346 0.161 0.0694 0.0360 0.0779 1.962 (0.148) (0.125) (0.128) (0.134) (0.121) (1.785) Benefits 0.480*** 0.134 0.283* 0.112 0.413*** 2.775 (0.165) (0.140) (0.142) (0.149) (0.134) (1.990) Gender 0.235 0.0479 -0.00893 -0.407* -0.325* -3.417 (0.233) (0.198) (0.202) (0.211) (0.190) (2.818) Constant 2.739*** 3.594*** 3.868*** 3.307*** 4.132*** 28.14** (0.959) (0.815) (0.830) (0.868) (0.783) (11.60) Observations 56 56 56 56 56 56 R-squared 0.174 0.133 0.097 0.078 0.202 0.086 F 2.682 1.960 1.371 1.074 3.222 1.198 Prob>F 0.0417 0.115 0.257 0.379 0.0197 0.323 Standard errors in parentheses *** p<0.01, ** p<0.05, * p<0.1 - 56 - From table 13, model 1 and model 5 are significance. The p-value of model 1 and model 5 are less than 0.05, which is significant. In model 1, career development has a significant negative effect on skill variety. When career development increases 1 unit, skill variety will decrease 0.468. H1a hypothesis holds. Benefits have a positive impact on skill variety. When benefits increase 1 unit, skill variety will increase by 0.48. H3a hypothesis not holds. In model 5, career development has a very significant negative effect on feedback. When career development increases by 1 unit, feedback will decrease by 0.604. H1e hypothesis holds. Benefits have a positive impact on feedback. When benefits increase 1 unit, feedback will increase by 0.413. H3e hypothesis not holds. Gender also has a significant effect on feedback, indicating an individual difference between boys and girls in the cognition of feedback in the public sector. From the model 1 and model 5, we get the results: career development has a negative effect on skill variety and feedback. The higher the career development, the lower, the skill variety and feedback, that is, the lower the preference for the public sector. So, if young people are pursuing their career development very much, then they consider the possibility of employment in the public sector to be lower. 57 Conclusion This dissertation aims to analyze which non-monetary incentives attract college students to work in the public or private sector. Assume that job security has a positive impact on college students' employment preferences in the public sector, and career development and benefits have a negative impact on college students' employment preferences in the public sector. Through the online questionnaire survey and analysis of Chinese college students, it shows that job security has a significant positive impact on college students’ choice of employment preferences in the public sector. It indicates that the feature of job security in the public sector is one of the reasons that attracts many young people to work, which is the advantage of the public sector. However, as the economic environment changes, the public sector will also face various reforms. It is difficult to determine whether this advantage can be maintained forever. Therefore, the public sector should pay attention to the motivational needs of contemporary young people, comprehensively understand and adjust from multiple aspects, and try to meet their needs to attract and retain talent. The analysis of the online questionnaire survey of Portuguese college students has the following conclusions: Career development has a negative effect on skill variety and job feedback. This shows that in the minds of many college students, public sector work is not conducive to their career development. In all the sample analysis, for the three non-monetary incentives, whether it is a Chinese college student or a Portuguese college student, the mean of career development is the highest. It shows that young people today believe that career development can best motivate them, and that this is more important than job security. Since most young people's material is not particularly lacking and well-educated, in the context of globalization, they are now more pursuing the realization of self-worth. Most of their already met the lowlevel material needs so that the spiritual needs will be higher than those of the previous generation. Therefore, the public sector should devote itself to the career development planning of employees, discover their strengths, conduct training in various aspects, and provide multiple promotion channels for employees. For the three non-material incentives with the highest average value, Portuguese students and Chinese students have different options. This shows that students in different countries have different preferences for nonmaterial incentives. Therefore, the public sector must be aware that employee needs are diverse and vary from person to person. Only by understanding their needs, and guiding them correctly and supporting them reasonably, can the enthusiasm of the employees be effectively mobilized and the effect of incentives achieved. The benefit is an excellent non-monetary incentive and a supplement to monetary incentives. Although the results obtained in linear regression analysis are not significant, this is one of the reasons why many companies attract talented people to work. For example, Google and Huawei, their welfare for employees such 58 as high-quality canteens, employee gyms, etc. make many people want to work there. Therefore, the public sector also needs to pay attention to the welfare needs of employees. This dissertation has some limitations. First of all, the questionnaire survey was conducted only at one university each in China and Portugal. The scope of the survey is not broad enough, and the number is not enough. Also, many college students prefer the 4"fairly important" and 5"very important" options in the third part of the questionnaire, that is, their preference for non-monetary incentives. The selection difference is relatively small, which is not conducive to data analysis. If the follow-up study increases the sample size and scope, it may lead to more reliable data and conclusions. Also, there are many issues in this dissertation that have not been explored further, such as college students' preference for other forms of non-monetary incentives. For example, due to the fierce competition today, more and more young people will have a lot of pressure in the workplace, which leads to various psychological problems. Therefore, many people are also very concerned about their mental health, which is worthy of the organization's attention. Besides, in different countries, different cities, different universities, and even different majors, whether there is a significant difference between the preferences of college students for these non-monetary incentives, the preference for employment in the public and private sectors, it is also worthy of in-depth study. These questions require a more extensive and comprehensive investigation and research. 59 Bibliography Adekola B. Career planning and career management as correlates for career development and job satisfaction. A case study of Nigerian Bank Employees.“[J]. Australian Journal of Business and Management Research, 2011, 2. Artz B. Fringe benefits and job satisfaction[J]. International journal of manpower, 2010. Chen Ling. Research on the Dilemma and Breakthrough of Human Resources Management in the Public Sector — Based on the New Public Management.2019 Chen T Y, Chang P L, Yeh C W. A study of career needs, career development programs, job satisfaction and the turnover intentions of R&D personnel[J]. Career development international, 2004. Chen Ying. The Research on Non-material Incentives of Public Sectors ——Take the Administrative Service Center of a Certain City as an Example. 2019. Chin C L. The influence of job satisfaction on employee turnover intention in the manufacturing industry of Malaysia[J]. Journal of Arts & Social Sciences, 2018, 1(2): 53-63. DeSantis V S, Durst S L. Comparing job satisfaction among public-and private-sector employees[J]. The American Review of Public Administration, 1996, 26(3): 327-343. Fan Lijuan. Research motivation mechanism in the public sector human resource management. 2014 Hur H. Job security matters: A systematic review and meta-analysis of the relationship between job security and work attitudes[J]. Journal of Management & Organization, 2019: 1-31. Ji Hongfei. Use the New Public Management Concept for Reference to Improve the Non-material Incentive Mechanism for Public Sector Personnel[J]. Human Resource Development, 2009(5):90-92. Jiang Lu. Incentive mechanism of human resource management in public sector[J]. Business and Management, 2018 (8): 18. Kampkötter P. Performance appraisals and job satisfaction[J]. The International Journal of Human Resource Management, 2017, 28(5): 750-774. Katherine Barrett,Richard Greene. How Public Employee Benefits (Beyond Pensions and Health Care) Compare to the Private Sector's. 2018. Kaur J, Randhawa D S. Work-life balance: It’s relationship with stress, mental health, life and job satisfaction among employees of private sector banks of chandigarh and adjoining areas(mohali and panchkula) [J]. 2017. Kosteas V D. Job satisfaction and promotions[J]. Industrial Relations: A Journal of Economy and Society, 2011, 50(1): 174-194. Lai C. Motivating employees through incentive programs[J]. 2009. Li Man. Research on the Influencing Factors of Work-Life Balance of Internet Industry Staff. 2018. 60 Li Zhi, Hu Jing. Research on Non-material Incentives of Enterprise Employees[J]. Journal of Chongqing University (Social Science Edition), 2007, 13(1). Lin Yicong. A Study on Incentive Mechanism of Human Resource Management in Public Sectors. 2016 Liu Jing, Huang Bo. An Analysis of the Incentive Mechanism of Human Resources Management in the Public Sector[J]. Social Scientist. 2007 Lu H, While A E, Barriball K L. Job satisfaction and its related factors: a questionnaire survey of hospital nurses in Mainland China[J]. International journal of nursing studies, 2007, 44(4): 574-588. Markovits Y, Davis A J, Fay D, et al. The link between job satisfaction and organizational commitment: Differences between public and private sector employees[J]. International Public Management Journal, 2010, 13(2): 177-196. Merga H, Fufa T. Impacts of working environment and benefits packages on the health professionals’ job satisfaction in selected public health facilities in eastern Ethiopia: using principal component analysis[J]. BMC health services research, 2019, 19(1): 494. Mušura A, Koričan M, Krajnović S. Work-life and life-work conflicting croatian companies: Some perspectives[J]. International Journal of Organization Theory & Behavior, 2013. Nikolaou A, Theodossiou I, Vasileiou E G. Does job security increase job satisfaction? A study of the European experience[C]//2nd World Conference SOLE/EALE, European Association of Labour Economists, San Francisco. 2005. Norman Schofield, Gonzalo Caballero. States, Institutions Democracy -Contributions of Political Economy. 2017. Smith J L, Handley I M, Rushing S, et al. Added benefits: How supporting women faculty in STEM improves everyone’s job satisfaction[J]. Journal of Diversity in Higher Education, 2018, 11(4): 502. Spector P E. Industrial-Organizational Psychology[J]. Psychology, 2008. Stephen P. Robbins, Timothy A. Judge. Organizational Behavior, Twelfth Edition. 2007. Sun Huiqin. The Application of Incentive Mechanism in Public Administration[J]. Science and Technology Innovation Herald, 2013, 000(031):173-173. Sverke M, Låstad L, Hellgren J, et al. A meta-analysis of job insecurity and employee performance: testing temporal aspects, rating source, welfare regime, and union density as moderators[J]. International journal of environmental research and public health, 2019, 16(14): 2536. Tang L. Public Service Motivation and Public Sector Incentive[C]//2017 3rd International Conference on Economics, Social Science, Arts, Education and Management Engineering (ESSAEME 2017). Atlantis Press, 2017. Varela-Álvarez E J, de Araújo J F F E, Gamarra Ó B. Civil service and the crisis: A comparative analysis of Iberian countries (2008–2013)[M]//State, Institutions and Democracy. Springer, Cham, 2017: 271292. 61 Walga T K. Job satisfaction and satisfaction with work-life balance across cultures[J]. Journal of Intercultural Management, 2018, 10(2): 159-179. Wang Xuejun. Human resources management system in the public sector of the United States [J]. Human Resources Development, 2005 (8). Wang Yinan. Analysis of the incentive mechanism in human resource management in public sector[J]. Talent, 2010(26):254-255. Winda O, Nayati U H, Arik P. Impact of compensation and career development on job satisfaction and employees performance[J]. Russian Journal of Agricultural and Socio-Economic Sciences, 2017, 64(4). Wu Zhihua. Current foreign civil service system[M]. Shanghai: Shanghai Jiaotong University Press, 2008(303) Yarbrough S, Martin P, Alfred D, et al. Professional values, job satisfaction, career development, and intent to stay[J]. Nursing Ethics, 2017, 24(6): 675-685. Zhao Chen, Jiang Hao. Research on the Status Quo and Countermeasures of Brain Drain in Chinese Civil Servants. 2005. Zhao Yixuan. Job Characteristics and Millennial Employee Well-being—A Research Based on the Self Determination. 2016.